Catherine O’Connell is a trailblazer. She is the first foreign female to open and operate a law firm in Tokyo. I had the great pleasure of interviewing Catherine, so let’s start with a brief synopsis of her life and professional career to date:
- Born in Otautahi, she has three brothers and was raised just as they were.
- Her first career was as a tour guide where she met numerous Japanese lawyers who asked questions about NZ law, which led her to gaining an LLB and a BA in Japanese from the University of Canterbury.
- Catherine was admitted as a Barrister & Solicitor of the High Court of New Zealand in 1995.
- In 2002, she moved to Japan.
- Her legal roles began at the Olympus Corporation, followed by Panasonic, then Hogan Lovells law firm in Tokyo.
- In 2009 she was admitted as a Solicitor of the Supreme Court of England & Wales.
- in 2018, in Japan, she launched her law firm, Catherine O’Connell Law.
- Catherine hosts the podcasts Lawyer on Air and co-hosts the Jandals in Japan
Our conversation continued and I asked Catherine:
“How has being a wāhine leader from Aotearoa shaped the way you show up and lead in a global context?”
“That’s a great question, and it made me think. I lead with relationships at my core. In Japan, relationships are everything, built quietly and slowly. Growing up in Aotearoa NZ, a culture that values listening, humility, and collective success helped me to read the room, and lead without dominating.
I carry a duality inside me all the time through interconnectedness and always interpreting what is not said, so I am able to sit and listen. Sometimes things are not said in NZ either and
this has made me unafraid to do things differently. When starting my business, I was adapting something uniquely me, and drawing on New Zealand’s spirit of innovation. It’s effectively #8 wire in action! I built a business to fit where I live and who I am, and to share a view that broadens the NZ perspective. If I don’t bring that voice that means information is missing and our perspective is lost.”
What’s one insight or approach you’ve seen overseas that you think Aotearoa could benefit from — particularly in advancing gender equity or inclusive leadership?”
“You caused me to think about what we, as leaders, can import back to NZ. I want more of the wahine in our Global Women membership to export more of themselves and their leadership.
I have four concepts that drive me. The first is visibility – just own it! Be deliberate in showing up, speaking up and letting us others see what a woman can do. Keep pushing for more women’s leadership to be visible in more traditional industries. Every role I have held has been in manufacturing; we don’t see enough women in these roles in NZ.
The second is humility, especially in the early stages of relationship-building. In NZ we pride ourselves on our friendliness but in Japan, leadership that earns trust tends to begin more quietly. And in Japan that necessitates not telling people what to do but to observe first, listen deeply, and wait for a moment to contribute. This doesn’t mean holding back, it means knowing when to offer insight and open doors for others.
My third concept is constraint. This is a benefit especially when working cross-culturally. The best method for bringing people along is to wait and watch. In NZ we tend to go in with guns blazing but when working cross-culturally, the most powerful thing to do is share when the space is truly open. Restraint paired with readiness, builds credibility over time.
And finally, inclusion. In NZ inclusivity can sometimes means sameness. In Japan, I’ve learned that as I’m frequently the only one in a group setting with a legal background, true inclusion makes space for the difference. NZ could be a force for this. I recently attended a Japan/NZ Business Council AGM for companies in Japan that have offices in NZ. Two gentlemen at the meeting who sat behind me were talking about NZ economics, and how many young people are disappearing to Australia then being replaced by people from China and India. Maybe that’s the truth, but if we have multiple diverse cultures, how is NZ going to be leading across the workforce? Will we be adept at bringing people across cultures?”
In moments of challenge or change abroad, what kaupapa or value from Aotearoa do you find yourself returning to most often, and why?”
“Setting up my law firm, sitting on large Japanese corporate boards, bringing in entrepreneurship, that’s when I lean towards Māori concepts. I understand whanaungatangahoaa to be a method of achieving cohesion, a sense of unity, a sense of togetherness valuing the importance of connection and kinship. In Japan, I’ve built strong networks and show up consistently as I remember those values from home. Our sense of belonging and inclusion travels with me.
Manaakitanga to me, means hospitality, care, and generosity. I’ve learned that leadership isn’t what you know, it’s how you make others feel, so I constantly ask myself ‘how am I making this person feel?’ Helping others, mentoring, hosting clients, joining boards and bringing warmth and respect to a space are qualities that are undervalued. Going back to our true roots is incredibly powerful.
Tūrangawaewae has a meaning of a place to stand, to belong. It means being connected to your home, people, and cultural identity. I carry Aotearoa NZ like an internal compass, so when things get tough in Japan, I remind myself that I’m not here for a paycheck; I am here to open doors for others and stay true to the values I was raised with. This clarity about belonging and connectedness helped me to make bold decisions. And my calendar is filled with meetings with Kiwi leaders. They keep my cup filled up.
Often, in Japan, I’m the only Kiwi in the room, yet only a stone’s throw from home. I didn’t know those values were stitched inside me when I left NZ and now, they light my way back. They also light my way back to myself.”
Thank you, Catherine, for your grace, generosity and grit!